Corporate Performance Management August-Wilhelm Scheer Wolfram Jost · Helge Heß Andreas Kronz Editors Corporate Performance Management ARIS in Practice With 145 Figures and Tables 123 Professor Dr Dr h.c mult August-Wilhelm Scheer E-Mail: augustwilhelm.scheer@ids-scheer.com Dr Wolfram Jost E-Mail: wolfram.jost@ids-scheer.com Dr Helge Heß E-Mail: helge.hess@ids-scheer.com Dr Andreas Kronz E-Mail: andreas.kronz@ids-scheer.com IDS Scheer AG Postfach 10 15 34 66015 Saarbrücken Germany Original German edition published by Springer, 2005 Cataloging-in-Publication Data Library of Congress Control Number: 2005936459 ISBN-10 3-540-30703-6 Springer Berlin Heidelberg New York ISBN-13 978-3-540-30703-6 Springer Berlin Heidelberg New York This work is subject to copyright All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag Violations are liable for prosecution under the German Copyright Law Springer is a part of Springer Science+Business Media springeronline.com © Springer-Verlag Berlin Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use Cover design: design & production GmbH Production: Helmut Petri Printing: Strauss Offsetdruck SPIN 11594000 Printed on acid-free paper – 43/3153 – Preface Over the years, the discipline of process management has been discussed in terms of a wide range of issues and approaches When the concept was first mentioned in the media 12 years ago, discussions initially centered on whether sweeping changes along the lines of Business Reengineering or smaller, incremental steps would prove more successful, or the optimum form of the notation for documenting workflow sequences Since these beginnings, Process Management has become an important control instrument in many companies, because its practitioners realized that optimizing a company's capacity to create value in the form of processes has a direct and immediate effect on the bottom line While process optimization is undoubtedly a highly effective method of cutting costs, over the last few years much greater significance has been attached to the subject of customer orientation If you think about the last time you were dissatisfied with your supplier or provider, and why this was so, you will very probably agree that the reason for your dissatisfaction had nothing to with the product itself, but instead was related to the quality of service or processes: delivery dates that were not met, slow response times, the need to speak with multiple contacts etc The oft-quoted adage "If I can't measure it, I can't optimize it" applies equally to processes It is therefore essential for companies to formulate their process objectives for times, costs, and quality in terms of concrete, measurable performance indicators Then, the latent synergies in the company can be exploited to the full with benchmarking and process comparisons, and best practices can be identified This understanding has been called "Corporate Performance Management" by the Gartner Group, and it refers to the use of "Processes, Methodologies, Metrics, and Technologies" in order to create an inextricable link between corporate strategy, planning, implementation and controlling In order to assure a company's agility, its management must use tools and methods that enable the consequences of decisions to be evaluated quickly, so that the company can respond with flexibility Synonyms for "Corporate Performance Management" are "Business Performance Management" and "Enterprise Performance Management" Besides its direct use for optimization purposes, the importance of monitoring processes has also increased as a result of initiatives and statutory regulations regarding corporate governance and risk management For example, the Sarbanes Oxley Act requires that companies present proof of the effectiveness of their internal control systems as part of their periodic company reporting programs This means that essential process checks and the associated processes must be documented and the suitability and effectiveness thereof must be tested regularly Even the trend towards outsourcing processes is predicated on a clear definition of what is expected of the service provider in terms of process performance, and ne- VI Preface cessitates the implementation of appropriate monitoring measures for testing compliance with service level agreements Disproving the old saw that builders' homes are the most in need of repair, IDS Scheer can demonstrate the remarkable success of implementing this processoriented approach in its own house using ARIS Process Platform: among its other achievements, consistent process-orientation by a committed support team at the Customer Helpdesk cut enquiry processing time by more than half, and for this the team was honored with the "Helpdesk Award 2004", awarded by an independent technical panel at the end of 2004 But have we reached the point where we can make sense of all these numbers, alerts and benchmarks and make the right decisions? What good is a whistling kettle if no-one knows how to turn the heat off? Process Mining methods have been developed and patented to ensure the consistent application of data mining techniques to process data, and which are available as part of the ARIS Controlling Platform, provide guidance in finding the important cause-and-effect relationships among millions of discrete items of process information Against this background, the trend towards attaching more and more importance to organizational knowledge and the analysis of organizational relationships, beyond pure key performance indicator systems, is entirely logical In companies with flat hierarchical structures and knowledge-intensive processes, success depends to an ever increasing degree on ensuring that the right employees – often separated by time and geography – work together and communicate efficiently Rigid supervisory responsibilities and reporting paths are losing their former primacy; adhoc interaction, collaboration and working in communities merge with well structured workflows It is here that exhilarating challenges await today's managers, as they are called upon to combine new levels of freedom and motivation for the individual with a results-oriented approach to meet their own expectations for effectiveness and efficiency This volume continues the "ARIS in Practice" series of articles published by the Springer Verlag Contributions will focus on the use of the ARIS Controlling Platform in visualizing, evaluating and analyzing "actively lived" business processes in sectors such as the chemicals industry, telecommunications, energy management, logistics, and also banking and insurance When these tools are combined with the requisite industry knowledge, they can be used to monitor company performance and set up a program of continuous optimization based on processoriented key performance indicators Preface VII The editors wish to express their sincere thanks to all the contributing writers, without whose technical skills and efforts this book would not have been written All contributors are named in alphabetical order at the end of the book The editors also wish to thank Mr Michael Linke, IDS Scheer AG, for his consummate management of the compilation of this book, and for his organizational support Saarbrücken, October 2005 August-Wilhelm Scheer Wolfram Jost Helge Heß Andreas Kronz Table of Contents From Process Documentation to Corporate Performance Management ……… August-Wilhelm Scheer, Institute for Economic Information Technology, University of the Saarland Wolfram Jost, IDS Scheer AG Part 1: Conception and Methodology of Corporate Performance Management Solutions from IDS Scheer From Corporate Strategy to Process Performance – What Comes after Business Intelligence? Helge Heß, IDS Scheer AG Managing of Process Key Performance Indicators as Part of the ARIS Methodology 31 Andreas Kronz, IDS Scheer AG Operational, Tool-Supported Corporate Performance Management with the ARIS Process Performance Manager……………………………… 45 Markus von den Driesch, IDS Scheer AG Tobias Blickle, IDS Scheer AG Part 2: Corporate Performance Management in Practice Successful Process and Performance Controlling in the Power Supply Industry at SÜWAG Energie 65 André Dreißen, IDS Scheer AG Rainer Heinrichs, Süwag Energie AG No Business Intelligence Without Process Intelligence 77 Helmut Kruppke, IDS Scheer AG Tino Bauer, IDS Scheer AG X Table of Contents Monitoring with Key Performance Indicators at E.ON Bayern AG Sales Service …………………………………………… 99 Robert Reif, E.ON Bayern AG Andreas Kronz, IDS Scheer AG Klaus Miksch, IDS Scheer AG Performance Management Based on ITIL in the IDS Scheer Customer Interaction Center (CIC) ………………………… 125 Gregor Loes, IDS Scheer AG Process Performance Management in Securities Operations at CREDIT SUISSE ………………………………………………………… 135 Olaf Klein, Credit Suisse Dirk Kogelschatz, Credit Suisse Closing the Cycle – Measuring, Analyzing and Improving Processes, Performance and Workflows in the Insurance Sector ………… 153 Herbert Oberländer, IDS Scheer AG Frank Ossig, IDS Scheer AG Michael Linke, IDS Scheer AG Performance Management in Power Stations with openJET, openBMS and ARIS PPM ………………………………… 161 Bernd Heselmann, GIS mbH Peter Stängle, GIS mbH Andreas Kronz, IDS Scheer AG Klaus Miksch, IDS Scheer AG More than Figures – Performance Management of HR-Processes at Vodafone Greece ……………………………………… 179 Petros Panagiotidis, Vodafone Greece Phillip Knirck, IDS Scheer AG Andreas Kronz, IDS Scheer AG Corporate Performance Management in Logistics and Procurement - Focused Identification of Weak Points with Supply Chain Controlling ……………………………………………… 191 Steffen Drawert, IDS Scheer AG Table of Contents XI Continuous Measurement and Analysis of Operations Management Processes – ARIS PPM at E.ON Kernkraft GmbH ……… 203 Karl Ramler, E.ON Kernkraft GmbH Jürgen Schwarzin, E.ON Kernkraft GmbH Andreas Kronz, IDS Scheer AG Klaus Miksch, IDS Scheer AG Analysis and Optimization of the Credit Application Process at DaimlerChrysler Bank …………………………………………………… 219 Lars Müller, DaimlerChrysler Bank Frank Gahse, IDS Scheer AG Increasing Customer Satisfaction with Visualized Root-Cause Analysis – CPM Success in the Mass Market at British Telecom …….…………………………………… … 233 John Bird, IDS Scheer UK Limited Monetary Assessment of Performance Management in the Health Care System – Process Cost Analysis at Marienhospital Herne …………………………………………………….… 247 Holger Raphael, Marienhospital Herne Hendrik Schenk, Marienhospital Herne Monitoring ITIL Process Performance at DAB Bank …………………… 263 Simone Sulzmann, iET Solutions GmbH Annex: The Authors ………………………………………………………… 273 260 H Raphael, H Schenck Conclusion The process cost accounting-appropriate mapping of complex and in some cases scarcely structurable workflows can be regarded as a success due to the choice of a high degree of abstraction.27 The greatest limitation lies in the legacy information system landscape This determines the possible accuracy of the patient-related cost allocation, the effort required to obtain information and thus directly the economic success of process cost accounting This underscores the economic necessity of digital and thus analyzable patient files 28 A critical success factor is close coordination with QM Early consideration of process cost accounting in QM reduces the workload and creates greater acceptance, as certified processes are available for costing purposes 29 Another area of use where process-oriented costing has proved its worth is in investment decisions A major benefit is the intuitive cost transparency that enables discussions with medical experts But process cost accounting also serves as an essential foundation for further analyses Besides from the general ability to carry out detailed case costing, it can provide answers to other questions A central point is the grouping of case data for strategic planning and control, because in many cases the case numbers not allow solid statistical conclusions to be drawn The determination of systematic differences between InEK costing and process cost accounting may also be of interest30 In conclusion, it may be stated that process cost accounting is an important but time-consuming cost accounting method whose success depends greatly on the concrete situation 27 Owing to the aggregation, the potential for process optimization is lower than for routine processes with a fixed order of activities 28 The existing situation in which on the one hand doctors spend a large part of their working time on documentation which on the other hand is often not in a form that lends itself to financial analysis, is clearly untenable from a planning and control viewpoint 29 A possible conflict of goals should be pointed out here Whereas a complete workflow overview is desirable for QM, process cost accounting tends more to subprocesses that are homogenously influenced by cost drivers 30 This question is necessary for a definitive evaluation of the benchmark approach chosen here; this definitive answer will probably also influence the future behavior of both hospitals and health insurance funds Process Cost Analysis at Marienhospital Herne 261 Literature Breyer, F / Zweifel, P (1999): Gesundheitsökonomie, 3rd edition, Berlin and elsewhere, 1999 Coenenberg, A G (1999): Kostenrechnung und Kostenanalyse, 4th edition, Landsberg/Lech 1999 Coenenberg, A G / Fischer, T M (1999): Prozesskostenrechnung – Strategische Neuorientierung in der Kostenrechnung, in: DBW, Vol 1, 1999, pp 21-40 Gưtze, U (1997): Einsatzmưglichkeiten und Grenzen der Prozkostenrechnung, in: Freidank, C.-C / Götze, U / Huch, B / Weber, J (Hrsg.): Kostenmanagement: aktuelle Konzepte und Anwendungen, Berlin and elsewhere 1997, pp.141-174 Horváth, P / Mayer, R (1993): Prozeßkostenrechnung Konzeption und Entwicklungen, in: krp, Special issue 2, 1993, pp 15-28 Mayer, R (1990): Prozeßkostenrechnung, in: krp, Vol 5, 1990, pp 309-312 Mayer, R (2002): Prozesskostenrechnung, in: Küpper, H.-U.; Wagenhofer, A (Hrsg.): Handwörterbuch Unternehmensrechnung und Controlling, 4th edition, Stuttgart 2002, pp 1621-1630 Reckenfelderbäumer, M (1994): Entwicklungsstand und Perspektiven der Prozessrechnung, Wiesbaden 1994 Scheer, A.-W / Chen, R / Zimmermann, V (1996): Prozeßmanagement im Krankenhaus, in: Adam, D (Hrsg.): Krankenhausmanagement, Wiesbaden 2004, pp 75-96 Schlüchtermann, J / Gorschlüter, P (1996): Ausgewählte Aspekte eines modernen Kostenmangements im Krankenhaus, in: Adam, D (Ed.): Krankenhausmanagement, Wiesbaden 2004, pp 97-111 Schmidt, A (2001): Kostenrechnung: Grundlagen der Vollkosten-, Deckungsbeitrags- und Plankostenrechnung sowie des Kostenmanagements, 3rd edition., Stuttgart and elsewhere 2001 Monitoring ITIL Process Performance at DAB Bank Simone Sulzmann iET Solutions GmbH Summary The productivity of a service department depends greatly on the ad hoc ability to analyze processes in detail and immediately initiate any change actions required This closes the loop of operational activities, process and cause analysis and implementation of suitable optimization measures DAB Bank has introduced an ITIL-based process structure in order to boost its service quality This flexible analysis of detailed flows is the final logical component for a rounded-off concept Keywords Service process, service quality, key performance indicator system, process definition, SLA monitoring, call volume, hotline, solution times, IT helpdesks, problem management, net processing time 264 S Sulzmann Service Department Work as per ITIL Today, the management of IT service processes is confronted with two challenges which at first sight seem to be contradictory: strict cost orientation and a focus on customer satisfaction The ITIL guideline shows how both can be achieved It supplies the foundation for successful IT Service Management (ITSM) This entails the process for planning, managing and controlling the quality and quantity of IT services rendered The abbreviation ITIL stands for Information Technology Infrastructure Library This is a collection of methods for organizing IT The guideline comprises a number of modules or disciplines and provides guidance on how to set up a service-oriented IT department, but without direct instructions More than 40 books have since been published containing proven real-life methods as "Best Practice for IT" Introducing ITIL Processes at DAB Bank DAB Bank AG supports savers, investors and traders in Germany and Austria The largest direct broker in terms of its customers’ securities holdings, DAB offers a full portfolio of services for wealth building, securities and asset protection In corporate-customer business, the bank is a partner to asset management companies, investment fund brokers, investment advisers and also commercial and savings banks Founded in 1994, the Munich-based bank started with some 10,000 customers; today it manages some EUR 13 billion for more than 462,000 accounts It regards “1-A quality at the lowest possible costs” as one of its key strengths in the banking business The in-house IT department operates its IT Service Management (ITSM) along the same lines With the seamless, de-facto standard ITIL-based ITSM solution from iET Solutions, the bank succeeded in improving the quality of its IT services noticeably over an implementation period of 12 weeks 2.1 Conception The strategic impulse for adopting ITIL was the initiative in the IT department to consolidate systems and optimize processes The IT initiative requirements for DAB Bank raised the question as to whether the legacy helpdesk software could cope with the restructuring of the service organization It was soon revealed that modifying the legacy system would be too expensive, an ITIL-compliant application was called for to replace it For his bank, explained Marcel Comans, head of IT Service&Support, there were quite clear decision criteria: scalability, end-to-end ITIL basis, low modification Monitoring ITIL Process Performance at DAB Bank 265 workload and excellent value for money compared with other vendors simplified his decision for iET ITSM What applies for the entire IT initiative was also used as the yardstick for selecting the new IT Service Management System (ITSM) The tool had to be the state of the art and enable IT department staff to influence the application development themselves Only then can DAB Bank ensure even at the helpdesk that changes to processes are immediately implemented in the ITSM application as well "We just have a living process to which we make minor adjustments quickly and easily every week in iET ITSM," is how Comans describes his experience Because one of the key objectives was to provide sales units with optimum support, and it is precisely here that flexible and fast responses are a must Fig 1: ITIL-aligned processes help to provide a cost-oriented structure for the IT Service The plan was to be turned into reality as quickly as possible "Once a decision had been taken for ITIL-compliant IT Service, we were keen to roll out and implement the changes fast," recalls Marcel Comans, responsible for Incident Management Consultants experienced in ITIL helped him to define the flows Together they conducted workshops with internal customers from the bank's technical departments and IT staff This formed the basis on which the project group designed the processes DAB Bank wanted more customer-oriented controlling of IT services and processes from the new ITIL orientation Of particular importance for the bank were: 266 2.2 S Sulzmann • Standardization of procedures in IT • Definition of interfaces to other areas • Measurability of processes • Documentation of all faults arising • Conclusion of Service Level Agreements • Reusability of problem solutions Incident Management – Reporting of Problems and Bottlenecks Requests to replace a faulty keyboard or a problem with bank systems are recorded in Incident Management, as are warning or error reports generated in the Monitoring System The ticket generated is classified and prioritized using various service categories; after all, not every incident is equally important and urgent The five helpdesk staff are provided with active support by the system An error in a particular system category can only be assigned certain priorities In turn, these are couple to the service levels Marcel Comans sees clear advantages in this: "My helpdesk colleagues find things much easier with iET ITSM and in the event of escalation we ensure that only relevant cases are presented to management." Looking back, Marcel Comans is highly satisfied with the outcome: "Everybody who was affected was involved right from the start; this ensured the high level of acceptance we have today Together with our customers, we defined recovery times that were then agreed in the corresponding service levels and are monitored with iET ITSM Our customers are pleased that they now have only one point of contact." Regardless of whether they report the incident via the telephone hotline, intranet or email Monitoring ITIL Process Performance at DAB Bank 267 If a Service Level Agreement stipulates contacting the customer within 24 hours, the employee is given a timely reminder The introduction of ITSM now permits sending email notifications and escalations to the employees responsible and to management Fig 2: A clearly designed screen is critical for fast and structured incident entering The intranet interface is also an innovation much used by internal customers for standardized messages "This enabled us to significantly reduce the number of initial calls to the hotline With the queries over the intranet we are simply that much faster," comments Comans on the success The helpdesk team processes some 200 incidents a day 268 S Sulzmann 2.3 Problem Management – Tracking Down the Causes IT department customers are more interested in having their problems solved At the same time, Problem Management deals with analyzing and deriving solutions for similar incidents; this means that several incidents can be addressed in one go Second-level Support at DAB Bank, IT Operations, is responsible for operating the systems such as the trading application or the account management system The various system owners are the first point of contact when similar incidents arise They analyze the incidents affecting their systems for repetitions and parallels If they or a helpdesk team member notice a conspicuous frequency of comparable tickets these are linked to form a problem case The product owner draws up a solution along with the appropriate solution documentation This extra effort pays dividends, because the helpdesk team immediately has the right solution to hand if such an incident occurs again Depending on the problem, guidance on how to rectify the incident may suffice – or detailed tracing of the cause may be called for In the latter case, the product owner puts together a team of experts to deal with the problem according to its urgency and importance "The product owner ensures that a solution is found and documented Normally the solution is communicated to the customer via a central point of contact at the helpdesk In more complex cases, the product owner contacts the customer directly In this way we ensure that our customers receive prompt help without communication breaks," explains Klaus Hintermayr, Head of Problem Management His team too is bound by particular recovery times "Even now, so soon after rollout, we can say that iET ITSM has improved our service quality," sums up Hintermayr "Thanks to the standardized processes, our staff work together extremely efficiently; everybody knows how valuable good information from colleagues is and so everybody plays their part." 2.4 Change Management Solving a problem often entails major changes to systems Accordingly, third level support, the "IT Systems Infrastructure" team, is responsible for Change Management Under the project control of Alexander Venzke, Head of IT Systems Infrastructure, the relevant processes are set up as per ITIL The second area besides IT Production, IT Solutions, is becoming progressively more involved in the work Then, about 20 other employees will be using iET ITSM for their daily work Step by step, DAB Bank is establishing a system that provides integrated mapping of all its individual service processes and is used jointly by all in-house IT units Monitoring ITIL Process Performance at DAB Bank Process Performance Management in IT Service 3.1 Key Performance Indicators for Service 269 As the head of IT Operations, Klaus Hintermayr is responsible not only for the quality but also the efficiency of his department Practically with a mouse click in iET ITSM, he generates reports on incident handling, throughput times and how long it takes to trace the cause of a problem Since the rollout of the iET Solutions software, his colleague Marcel Comans also generates his own reports just as quickly The open interface to the database enables him to answer questions quickly with a few clicks So he always has to hand queries about the number of incidents with a given priority for a given application The iET ITSM add-on module, iET Process Analyzer, combines classic reporting with detailed analysis capabilities for tracing causes at the process level For Marcel Comans, this tool provides a clear bonus compared with the old way of processing data in a spreadsheet: "With iET Process Analyzer I always have graphic reports straight away I can use Favorites to save model reports and then customize them using Drag-and-Drop and a few clicks of the mouse." It is particularly exciting for him when quality performance indicators are involved Questions about the initial solution rate and how many cases could only be completed with the help of the 2nd or 3rd Level are very helpful indicators Also important is the question of compliance with Service Level Agreements Here, the iET Process Analyzer comes supplied with comprehensive standard reports It compares target and actual times for the processes "The evaluation options in the standard report already meet 95% of our requirements," explains Comans with satisfaction "We merely augment them with a few key performance indicators to provide information on the results of our escalation process." The quality of Problem Management can be measured with key performance indicators such as average time taken to solve a problem or the number of incidents related to a certain problem Every process step can be linked and shown with cost rates or prices Also advantageous is the direct link to the data from the operational system, iET ITSM This does away with time-consuming customizing, mapping or synchronization processes Ease of use was another reason why DAB Bank installed iET Process Analyzer "We simply save so much time I am faster with my own reports And my colleagues who have no knowledge of the database structure can nevertheless "click together" their own evaluations and no longer have to rely on me," explains Comans with a smile 270 S Sulzmann Fig 3: Example of a standard iET Process Analyzer report: The "outlier" in May/June shows unusually high waiting times 3.2 Tracing Causes with Process Mining When it is a matter of rooting out the causes of variances, iET ProcessAnalyzer really comes into its own As a rule, the analysis process begins with the time dimension The key performance indicators from Incident Management are first retrieved on an ad-hoc basis and then evaluated for a given period of time and may be compared with other periods This might illustrate for example how many calls were taken per month by how many staff or how high the throughput time was over the last or 12 months If "outliers" are found, then the detective work begins If Comans, Hintermayr and their colleagues establish a noticeable variance, they can immediately "drill-down" to find the underlying reasons Double-clicking on the graphic takes them further into the problem and presents a list of the processes affected For each individual case, they see a visualized flow of all the steps of the Monitoring ITIL Process Performance at DAB Bank 271 actual process in an EPC diagram This makes it easier to pinpoint the special case A glance at the attributes shows the corresponding process values Fig 4: EPC detail presentation Figure and the corresponding attributes show the reasons for the variation In this example, the transaction was left unattended for a very long time owing to resource bottlenecks in the vacation period 3.3 Ideal Decision and Planning Principles The retrospective analysis of problems and their causes is extremely important The derivation of the right actions for the future is the next key step Here too, graphical evaluations help to show the optimization potential They show where efficiency in a process can be boosted Only an integrated cost analysis helps to draw the right conclusions from the historical data For example, priority must be given to tackling those outliers that cause the highest costs In addition, the evaluations are an ideal planning tool For example, the multi-dimensional analyses help to produce better estimates for future resource requirements on the basis of the historical values Marcel Comans at DAB Bank hopes that in future greater use will be made of iET ProcessAnalyzer to monitor running processes "We don't have to wait until we receive a flood of incidents or escalations Every IT team leader who regularly looks at iET ProcessAnalyzer can track whether there are signs of a problem emerging in his or her area Then early remedial action can be taken." 272 S Sulzmann Summary and Outlook Comprehensive process work has paid off for DAB Bank "What ITIL promises has been delivered," concludes Comans with satisfaction Needless to say there were initial reservations in the various teams, says the project leader, but now everybody has been convinced His colleagues have more breathing space for their daily work; they can concentrate on providing optimum solutions At DAB Bank people are aware that the IT systems provide major support for the bank's strategy Thanks to top-quality applications and new processes, the bank is ideally positioned to undertake future growth with confidence Annex: The Authors Barth, Winfried Senior Manager ARIS PPM Product Consulting IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Dreißen, André Manager Business Unit Utilities/Telecom IDS Scheer AG Heinrichstraße 169A D-40239 Düsseldorf Bauer, Tino Manager Business Unit Chemie/Pharma IDS Scheer AG Lindwurmstraße 23 D-80337 München Gahse, Frank Senior Manager ARIS PPM International IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Bird, John Senior Consultant ARIS PPM Product Consulting IDS Scheer UK Limited Vienna House Starley Way UK-B37 7HB Birmingham Heinrichs, Rainer Head of Call/Billing Süwag Energie AG Brüningstr D-65929 Frankfurt Blickle, Dr Tobias Senior Manager ARIS PPM Development IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Drawert, Steffen Manager Core Service Supply Chain Controlling IDS Scheer AG Zimmerstraße 69 D-10117 Berlin Heselmann, Bernd Signatory, Head of Product Development Gesellschaft für integrierte Systemplanung mbH Softwarezentrum Junkersstr D-69469 Weinheim Heß, Dr Helge Director ARIS Business Process Engineering IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken 274 Annex: The Authors Jost, Dr Wolfram Member of the Board IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Klein, Dr Olaf Ass Vice-President Credit Suisse Zürich Paradeplatz 8070 Zürich Knirck, Phillip Consultant ARIS PPM Product Consulting IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Kogelschatz, Dirk Business Project Leader Credit Suisse Zürich Paradeplatz CH-8070 Zürich Kronz, Dr Andreas Senior Manager ARIS PPM Product Consulting IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Kruppke, Helmut Member of the Board, Spokesman of the Executive Board IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Linke, Michael Peter Product Marketing Manager ARIS PPM IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Loes, Gregor Senior Manager Customer Interaction Center (CIC) IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken Miksch, Klaus Global Account Manager IDS Scheer AG Lindwurmstrasse 23 D-80337 München Müller, Lars Head of Process and Quality Controlling DaimlerChrysler Bank AG Siemensstraße D-70469 Stuttgart Oberländer, Herbert Director Business Unit Insurances IDS Scheer AG Lindwurmstraße 23 D-80337 München Ossig, Frank Senior Consultant, Core Service Technologies IDS Scheer AG Lindwurmstraße 23 D-80337 München Annex: The Authors Panagiotidis, Dr Petros Dr Petros Panagiotidis Business Systems Integration Manager Vodafone Panafon S.A GR-15231 Halandri Ramler, Karl Technical Manager E.ON Kernkraft GmbH Kernkraftwerk Unterweser Dedesdorfer Str D-26935 Stadland Raphael, Holger Head of Administration Stiftung Katholisches Krankenhaus Marienhospital Herne Klinikum der Ruhr Universität Bochum Hölkeskampring 40 D-44625 Herne Reif, Robert, Corporate Management Sales Control E.ON Bayern AG Heinkelstraße D-93049 Regensburg Scheer, Prof Dr Dr h.c mult August-Wilhelm Head of the Institute for Econimic Information Technology, University of the Saarland; founder and Chairman of the Supervisory Board IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken 275 Schenck, Hendrick Controlling Stiftung Katholisches Krankenhaus Marienhospital Herne Klinikum der Ruhr Universität Bochum Hölkeskampring 40 D-44625 Herne Schwarzin, Jürgen Divisional Head Process Controlling E.ON Kernkraft GmbH Kernkraftwerk Unterweser Dedesdorfer Str D-26935 Stadland Stängle, Peter Head of the Coaching Team Gesellschaft für integrierte Systemplanung mbH Zepplinstr 11 D-91052 Erlangen Sulzmann, Simone Marketing Manager Worldwide iET Solutions GmbH Boschetsrieder Str 67 D-81379 München von den Driesch, Markus Senior Manager ARIS PPM Development IDS Scheer AG Altenkesseler Straße 17 D-66115 Saarbrücken ... Springer Science+Business Media springeronline.com © Springer- Verlag Berlin Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc in this publication... 2: Corporate Performance Management in Practice Successful Process and Performance Controlling in the Power Supply Industry at SÜWAG Energie 65 André Dreißen, IDS Scheer AG Rainer Heinrichs,... Business Process Management In the early nineteen-nineties, when the notion of the "business process" was first used in academic circles in connection with BPR (Business Process Reengineering),